Project Management: Commonwealth ATM-Consulting Services Case Study

This case study focuses on the implementation of BIM system at Australian government Ministry for managing the important records of the Parliament house Building including designs, drawings, construction photographs, contract specifications and more. It identifies the various requirements for implementing the BIM system along with primary as well as secondary stakeholders who are involved with the project.

Running head: PROJECT MANAGEMENT
Case Study- Commonwealth ATM-Consulting services
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
Table of Contents
Introduction................................................................................................................................2
1. Identification and summarize the project requirements.........................................................2
2. Identification of primary and secondary stakeholders of the project.....................................4
3. Stakeholder matrix.................................................................................................................7
4. Selection of most appropriate project procurement/delivery system for the project.............9
4.1 Delivery system................................................................................................................9
4.2 Contract............................................................................................................................9
References................................................................................................................................11

2
PROJECT MANAGEMENT
Introduction
The paper mainly focuses on the implementation of BIM system at Australian
government Ministry for managing the important records of the Parliament house Building
including designs, drawings, construction photographs, contract specifications and more. It is
found that the main aim of this report is to identify the various requirements for
implementing the BIM system along with primary as well as secondary stakeholders who are
involved with the project. In addition to this, the paper also focuses on selection of most
appropriate delivery or procurement system that is needed for the project.
The BIM system is required to be implemented in order to manage as well as
conserve the heritage values that are encapsulated within the building so that information
related with Parliament House building and its systems must be managed successfully by
minimizing the gaps that exists in the DPS information record.
1. Identification and summarize the project requirements
For the implementation of BIM system, number of requirements has been determined
within the document of tender. These requirements of the project are elaborated below:
Integration with business process: Streamlining BIM applications with the business
processes including facility and assets management human resources, lifecycle costing as
well as a scheduled priority areas where BIM might be properly scheduled for
implementation considering number of business unit interdependencies (De Carvalho et al.,
2015).
Functional requirements: The functional requirements of the system mainly
includes options for storing records associated with drawings, manuals, construction

3
PROJECT MANAGEMENT
photographs and more within the BIM system so that the information can be retrieved at any
time. In addition to this, the system also includes options for maintenance of servers, backup,
as well as file sharing.
Design requirements: The design requirements of the system mainly include
construction of prototype, development of database, transferring of information to the cloud,
deployment and more (Papke-Shields & Boyer-Wright, 2017).
Feasibility analysis: Feasibility analysis is required in context to preliminary design as
well as on the assumed budget in order to make sure that the entire project is feasible. The
steps include:
 Conducting preliminary analysis
 Preparing projected income statement
 Conducting market survey
 Planning for the operations
 Preparing opening day balance sheet
 Review and analyzing data
 Making decisions
Project schedule: Project schedule is needed in the project in order to manage the
activities of the project and for estimating the time that is needed for finishing the project
(Kerzner, 2017).
Test plans: The testing that is required for the system includes the following
 Usability testing
 User acceptance testing
 Black box testing

4
PROJECT MANAGEMENT
Progress report: It is found that progress report is needed in order to track the project for
ensuring that the project will be finished within the expected timeline as well as budget
(Carithers et al., 2015).
2. Identification of primary and secondary stakeholders of the project
The stakeholders of the project mainly include the entire group as well as team that
generally hold interest within the outcomes of the project. These groups can be either for
internal stakeholders or for external stakeholders of the project. It is stated by (Missonier &
Loufrani-Fedida (2014) that project stakeholders can be categorized into either primary as
well as secondary stakeholders which is represented with the help of the figure that is
provided below.
Primary stakeholders
The stakeholders of the project are categorized into primary stakeholders because of
their direct engagement with the project. The list of primary stakeholders are listed below:
Building information team: Building team information team generally helps in
managing the information that is related with the parliament House building as well as its
systems (Sanchez, 2015). Their main tasks mainly include management of various types of
significant records including manuals, drawings as well as Parliament house. They also
creates as well as amends equipment manuals as well as customised systems. In addition to
this, they helps in reviewing and managing information that is related with the project
Technical team: The technical team of the project plays an important role in
implementing a BIM system at APH for storing as well as organizing the information
properly (Xia et al., 2018). It is identified that their main role is to manage all the technical

5
PROJECT MANAGEMENT
work starting from design to development in order to implement the system successfully so
that the data as well as information associated with DPS information record are kept secured.
Contractors: The contractor is the individual who is considered as one of the
successful tenderer who generally carry out the requirements of the project from project
feasibility analysis to the final project report.
Secondary stakeholders
The stakeholders who are identified as secondary stakeholders are listed below:
Security services: It is found that security services needs to be consulted in context
to privacy and safety (Mok, Shen & Yang, 2015). The data that are stored within the
database have chances of missing and therefore appropriate security steps are required for
storing both data as well as information securely. The security facilities within the BIM
system is generally managed or provided by the security service team.
Consultant team: The consultant team generally helps in managing the details that
are needed for nominating the individual for the project. They analyzes the qualification as
well as experience of the nominated team members for designing as well as preparing the
BIM strategy (Heravi, Coffey & Trigunarsyah, 2015). It is found that the head consultancy
are the people who are mainly responsible of managing coordination, payment as well as
timely performance of various team in order to integrate their contribution within the final
document of the project.
Government organization: The government organization is mainly engaged in the
project as a sponsor in order to implement the BIM system successfully. They are also
responsible for acting as an arbitrator for making decisions that is beyond the authority of the
project.

6
PROJECT MANAGEMENT
Facilities and asset management: It is found that facilities as well as asset
management team generally depends on the building related information as well as data while
undertaking the works (Serrador & Pinto, 2015). They also helps in providing manuals as
well as drawings for proper archiving when the entire work is completed successfully. The
processes for provision of information must be considered while proper planning for the
implementation of BIM solution.
Strategic asset planning and performance branch: They generally engage within
the project in order to focus on accommodation, environment as well as strategic. It is found
that each of areas generally depends on the building associated information while providing
proper advice (Balta et al., 2015). It is found that heritage is mainly reliant on the information
about the development as well as design of the building including carpet, drawings as well as
other fabric samples.

6 1
5
3
2
Low
High
I
n
f
l
u
e
n
c
e
Low HighInterest
4
7 8
7
PROJECT MANAGEMENT
3. Stakeholder matrix
The stakeholder matrix with proper justification is provided below:
Figure 1: Stakeholder Matrix
(Source: Created by Author)
1) Building information team: Building information system helps in managing the information that is associated with
the Parliament house and its system. They also investigates as well as engage in proper research on building related interest
therefore their interest in the power is high. However, the influence of the building information team in the project is low.
2) Technical team: As the technical team of the project helps in managing the technical project work starting from
designing to the development of BIM system and therefore it is considered that their interest as well as influence in the project
is quite high (Golini, Kalchschmidt & Landoni, 2015).

8
PROJECT MANAGEMENT
3) Contractors: Project contractors are the people who generally works for fulfilling the needs as well as requirements
of the project initiation phase of the project till the closure and therefore it is analyzed that contractors generally have high
interest in the project. In addition to this, influence of contractors within the project is also high.
4) Security services: The security services generally plays a great role in storing the information as well as data
securely within the database and thus it is identified their influence as well as interest in the project is quite high (Holm, Toft &
Schlichter, 2016).
5) Consultant team: The consultant team generally provides details including qualifications as well as experience of
the project team members and thus their influence is considered to be high however the interest in the project can be
considered low.
6) Government organization: The government organization have moderate interest within the project due to the
uncertainty of its success as well as impact however their activities generally helps in influencing the project work and thus
influence is considered to be high.
7) Facilities and asset management: The facility as well as asset management generally depends on the information
as well as drawing that are mainly associated with the project work and thus their interest as well as influence of the project is
low (Serrador & Pinto, 2015).
8) Strategic asset planning and performance branch: The strategic asset planning as well as performance generally
plays a great role on strategic, accommodation, and environment as well as on heritage. Thus it is identified that their interest is
high and influence is low within the project.

9
PROJECT MANAGEMENT
4. Selection of most appropriate project procurement/delivery system
for the project
4.1 Delivery system
It is identified that there are number of procurement/delivery system of the
project. The procurement/delivery system are as follows:
 Design-Bid-Build
 Design-Build variations
 Design Build
 Owner-Provided Delivery
It is found that that design-bid-build method is mainly utilized in this project as the
general contractor of the project is the sole contracting entity that the owner requires to
deal with the project throughout the entire design as well as development process (Holm,
Toft & Schlichter, 2016). The design build procedure is also utilized in this project as
this method of delivery generally helps in saving the time of the project and also helps in
saving money. In addition to this, it is identified that the design build procedure helps in
improving cooperation between the team members of the project thus it will be easier for
the project team members to work effectively.
4.2 Contract
It is found that there are also number of contract styles that are included within the
project and the contract includes:
 Design development and construct
 Design, construct and maintain

10
PROJECT MANAGEMENT
 Guaranteed maximum price
 Alliance
 Privately financed project
Initially the contract that is utilized in the project is construct only. This is
because in the description of the project no details about the design of the BIM system is
provided and only the development is needed to be done. However it is analyzed that
with the help of this method the chances of risk enhances due to separation of both
designer as well as contractor of the project and thus it generally helps in producing lead
time (Harrison & Lock, 2017). Thus it is identified that D&C method will be most
appropriate.

11
PROJECT MANAGEMENT
References
Balta, D., Greger, V., Wolf, P., & Krcmar, H. (2015, January). E-government stakeholder
analysis and management based on stakeholder interactions and resource
dependencies. In System Sciences (HICSS), 2015 48th Hawaii International
Conference on (pp. 2456-2465). IEEE.
Carithers, L. J., Ardlie, K., Barcus, M., Branton, P. A., Britton, A., Buia, S. A., ... &
Guan, P. (2015). A novel approach to high-quality postmortem tissue
procurement: the GTEx project. Biopreservation and biobanking, 13(5), 311-319.
De Carvalho, M. M., Patah, L. A., & de Souza Bido, D. (2015). Project management and
its effects on project success: Cross-country and cross-industry
comparisons. International Journal of Project Management, 33(7), 1509-1522.
Golini, R., Kalchschmidt, M., & Landoni, P. (2015). Adoption of project management
practices: The impact on international development projects of non-governmental
organizations. International Journal of Project Management, 33(3), 650-663.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Heldman, K. (2018). PMP: project management professional exam study guide. John
Wiley & Sons.
Heravi, A., Coffey, V., & Trigunarsyah, B. (2015). Evaluating the level of stakeholder
involvement during the project planning processes of building
projects. International Journal of Project Management, 33(5), 985-997.

12
PROJECT MANAGEMENT
Holm, K. A., Toft, C. M., & Schlichter, B. R. (2016). An investigation of the practical
usefulness of stakeholder management theory when implementing erp systems in
larger organizations (Doctoral dissertation, Тернопіль, ТНЕУ).
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to
measuring and monitoring project performance. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons.
Missonier, S., & Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement in
projects: From stakeholder relational perspective to stakeholder relational
ontology. International Journal of Project Management, 32(7), 1108-1122.
Mok, K. Y., Shen, G. Q., & Yang, J. (2015). Stakeholder management studies in mega
construction projects: A review and future directions. International Journal of
Project Management, 33(2), 446-457.
Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics
applied to project management. International Journal of Project
Management, 35(2), 169-179.
Sánchez, M. A. (2015). Integrating sustainability issues into project
management. Journal of Cleaner Production, 96, 319-330.
Serrador, P., & Pinto, J. K. (2015). Does Agile work?—A quantitative analysis of agile
project success. International Journal of Project Management, 33(5), 1040-1051.

13
PROJECT MANAGEMENT
Xia, B., Qiang, M., Chen, W., Fan, Q., Jiang, H., & An, N. (2018). A benefit-sharing
model for hydropower projects based on stakeholder input-output analysis: A
case study of the Xiluodu Project in China. Land Use Policy, 73, 341-352.